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Mc connell pp_ch12
 

Mc connell pp_ch12

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    Mc connell pp_ch12 Mc connell pp_ch12 Presentation Transcript

    • Umiker's Management Skills for the New Health Care Supervisor, Fifth Edition Charles McConnell
    • Chapter 12 Safety and Workplace Violence
    • During the 1990’ s
      • Almost two-thirds of non-fatal workplace assaults occurred in hospitals, nursing homes, and residential care facilities, and in most cases involved patients assaulting nurses. 
    • Factors Predisposing to Violence
      • Societal factors
        • easy availability of weapons
        • high crime rate in the community
        • catastrophic life events (for example, illness, accident, or death of loved ones)
        • distraught or vengeful spouses or other family members
    • Factors Predisposing to Violence
      • Workplace situations
      • layoffs, job outplacements, mergers, etc.
      • series of threats or aggressive incidents
      • jobs that involve handling money, drugs, etc.
      • Employees working alone, especially late at night
      • assignments in emergency or psychiatric units
      • frequent harassment by coworkers or superiors
    • Factors Predisposing to Violence
      • Workplace Situations (more)
      • weapons brought to the work site
      • interpersonal conflicts in the workplace
      • chronic labor–management problems
      • frequent grievances or complaints
      • poorly lighted and monitored parking areas
    • Factors Predisposing to Violence
      • Management deficiencies
      • inept handling of work problems
      • Inconsistent or insensitive supervision
      • failure to act early in the cycle of violence
      • lack of responsiveness to the warning signs
      • authoritarian management
      • lack of staff training in violence prevention
    • Violence-Prone Individuals
        • Reputation as a loner
        • History of drug or alcohol abuse
        • Obsession with weapons
        • Involvement with racist hate groups
        • Tendency to frequently claim unjust treatment; files many grievances
    • Violence-Prone Individuals
        • Lack of tolerance for criticism
        • Low or nonexistent tolerance for frustration
        • Dramatic change in personality, behavior, or performance
        • History of violence toward animals, women, and others
        • Pattern of verbal or physical aggression (threats, intimidation, verbal abuse)
    • Violence-Prone Individuals
        • “ Hair-trigger” temper
        • Frequent disputes with superiors
        • Object of criticism or harassment from coworkers
        • Mentally disturbed, paranoid, perceives injustice
        • Tendency to project responsibility for problems onto others
    • Violence-Prone Individuals
        • Has made statements suggesting feelings of despair about personal or job-related matters
        • Is experiencing heightened stress at work or at home
        • Obsessive behavior toward coworkers
    • Threats?
      • Overt threats of violence may be absent, but warning signs are usually present.
    • Effects of Violence on Victims
      • Managers must be continually sensitive to the effects of violence and the potential danger to internal customers and external customers .
    • Management Responsibility
      • Employers must make every effort to avoid hiring individuals who pose risks to employees and customers. When an employer becomes aware of a dangerous employee, that employer has a duty to investigate, and sometimes discharge, the employee.
    • Violence-Control Program
      • Policies and procedures that foster workplace harmony and minimize the potential for violence
      • Improved Screening of Job Candidates to help eliminate questionable
      • Education and training of supervisors and workers
      • Improved Communication
    • Environmental Factors
      • Management can take a number of positive steps to ensure that the physical environment promotes safety and that emergency communication processes are in place and functioning.
    • Avoid Hiring Problem People
      • Ask applicants:
      • What kinds of people can’t you get along with?
      • When did you last time become angry at work?
      • How did you react to the most difficult situation you faced at work
      • What kinds of behavior of other did you dislike?
    • Supervisors:
      • Timely and sincere employee counseling can often head off severe problems that can lead to violence.
    • Bomb Threats
      • Take every such threat seriously.
      • Keep the caller on the line as long as possible so the call might be traced.
      • Collect as much information as possible
      • Take notes; ask the caller to repeat information.
    • Bomb Threats (more)
      • Note any unusual phrases used by the caller; this may help identify the caller.
      • Listen for background noises that may help determine the origin of the call.